Planning for the future seems as though it should be easy, but it rarely is.

Strategy

Writing a strategy against a template isn’t hard. Developing a robust strategy – especially in the context of radical change and uncertainty that much of the for-purpose sector is currently operating in – is hard. And executing a good strategic plan is even harder.

I believe that the conventional approach to strategic planning, in which perhaps 70% of an organisation’s strategic resources are centred on the traditional ‘annual retreat’ and 30% on other strategic activity through the year, is ineffective. Many organisations have huge potential to do strategy better.

• Strategy and implementation planning

  I help my clients create strategies based on the right questions, rigorous conversations, and clear – sometimes hard – choices.

• Strategic effectiveness

  I help my clients build strategic capacity by assessing culture and practice in top teams (and Boards – see below).

• Facilitation, stakeholder engagement, and change management

  I help bring people along on the journey, from concept to execution.

Governance

Not-for-profit Boards are often full of outstanding individuals who are passionate about their organisation’s mission. But they have very little time together and that time is easily frittered away.

Simple tactical changes can transform a Board’s ability to strategise well; a thorough review of governance practices can be revolutionary.

• Governance fundamentals

  I help established and young Boards to get the technical stuff right, and the culture stuff right, and not to waste a minute.

• Strategic effectiveness

  I help refine Boards’ collective capacity to carry out one of the most important, and exciting, responsibilities of governing.

• Governance and implementation

  I develop practical methods and tools to ensure the right stuff gets done when the rubber hits the road.